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Northern Sydney District Bringing the Department Closer to Communities Why Are We Here?

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Northern Sydney District Bringing the Department Closer to Communities Why Are We Here? Northern Sydney District Bringing the department closer to communities Why are we here? • we’ve talked to you to develop a plan for localisation in our district • we’d like to share the proposed district plan with you and get your feedback • this is a 3 week period of consultation from 3 to 21 June • following feedback the proposed district plan will be reviewed and finalised for the FACS Executive to consider • this is just the first stage - future changes will involve further discussion and consultation with you and community partners What’s our vision for localisation? • people first with a client-centred approach • empowered local staff to deliver the best outcomes for clients • local leadership with a stronger connection to the front line • working more effectively with local partners and the community to provide flexible and responsive services How will it work? FACS Service delivery Centre • 15 local districts headed by District Directors • Connection with clients, NGOs and community District • Responsible for all service delivery, budget and staff management Operations Executives (3 DCE) Division • Responsible for 5 Districts each (cluster) Clusters • Key liaison point between Districts and Divisions • Represents operations to FACS Executive FACS Executive Area Centre • Strategic direction • Divisional policy, programs and corporate services • Support Districts to deliver improved client outcomes 4 Message from the Director General • The nature of our business – working with vulnerable children, adults and families to improve their lives – means that our focus must always be the people we support, not the service streams or programs we’ve organised ourselves around. • Localisation is about getting the frontline closer to people and giving staff permission to work differently and to work together – to truly focus on individuals. • FACS is its frontline and that all of our efforts need to be focused on improving the capability and effectiveness of our frontline. • Throughout this process of change, we remain committed to uninterrupted service delivery for clients. Social exclusion Exclusion from the prevailing social system and its rights and privileges, typically as a result of poverty or the fact of belonging to a minority social group Cost of social exclusion • tax payers via the government budget; • the economy through lower workforce participation and productivity; • the community through higher crime rates and lower levels of social capital; and • people and families through financial hardship, physical isolation, chronic or persistent health problems, family breakdown, and missed opportunities. Approach to model • A flatter and more agile organisational structure with managers closer to the front line • Improving NGO sector productivity by contracting for social returns instead of activity • Reducing demand on government services by implementing social inclusion strategies to build resilience What is the Plan for our District Strategy 1 – Quality • To improve the quality of services provided and purchased by Community Services (CS), Housing (HNSW) and Ageing, Disability and Homecare (AHDC) Strategy 2 – FACS integration and partnering • To ensure CS, HNSW and ADHC work more effectively together and with other agencies in the most disadvantaged communities within the District Strategy 3 – Targeted Place Based Approach • To implement a place based approach to engage with disadvantaged people, families, communities and community leaders in partnership with business, government and non- government agencies to co-create local solutions to address locally identified problems. NORTHERN SYDNEY DISTRICT STRATEGY ON ONE PAGE Population Results: People, families and communities are more resilient, demonstrated by improvements in economic, community and personal/family indicators such as work participation, crime rates and family breakdown rates respectively APPROACH: local solutions local communities to co-create co-create to communities disadvantaged communities disadvantaged STRATEGY 1 – QUALITY: Joint working targeted at most at targeted working Joint STRATEGY 3 – PLACE BASED BASED PLACE – 3 STRATEGY STRATEGY 2 – PARTNERSHIPS : PARTNERSHIPS – 2 STRATEGY disadvantaged people, families and families people, disadvantaged Improve quality of FACS service delivery FACS service of quality Improve Deliver place based responses to engage to based responses place Deliver Give a high priority to prevention and early intervention strategies to mitigate against future high cost and long term Work in partnership with all levels of government, non- risks government and local business to get the best results for people Target vulnerable families with children to improve parenting and build resilience. Working in partnership with the Australian Target children at greatest risk of long term disadvantage Use Asset Based Community Development methodology to build Government employment services network for example to and working in partnership with Education to focus on on the strengths and assets of people and community in place connect with long term jobless parents. schools service the most disadvantaged communities in line with the National Framework for Protecting Australia’s Co-create service responses to tailor to the unique needs of people Build a joined up FACS Northern Sydney District response to Children. and community social exclusion and connect with other agencies to create a whole of system response locally Reduce the incidences of homelessness by working closely Target early place based initiatives to most disadvantaged with non-government accommodation and other services to communities Design and implement an organisational structure that is better deal locally with the causes and effects of leaner, flatter and agile to respond to a place based strategy homelessness. Plan for local and sustainable accountability for communities to to support social inclusion. tackle current problems and plan for problems in the future Improve the life outcomes of people living with a disability Be responsive to changing Policy priorities and support Policy be partnering with all levels of government, non- Embed a place based approach into priority communities that is makers to advise on, design, implement and monitor Policy government and business to deliver the National Disability characterised by authentic engagement, co-production and impact. Strategy locally including reforms in employment, partnership to break the cycle of disadvantage for future education, early intervention and National Disability generations. Leverage government funding to deliver social inclusion Insurance Scheme. results through social procurement contracts to incentivise demonstrable social return. Improve access to mainstream government and non- government services for Indigenous Australians Create an integrated population results based database to monitor performance and to support decision making Page 1 NORTHERN SYDNEY KEY PERFORMANCE INDICATOR FRAMEWORK - PROTOTYPE POPULATION KEY RESULT AREAS: Including workforce participation rates, education completion rates, social returns on investment, family breakdown rates, homeless rates, physical isolation, health status, financial status CLIENT MEASURES: More children living safely in their own home; More people with a disability living the life they choose and; More people moving from social housing and into sustainable self funded accommodation in the private sector. DISTRICT EXECUTIVE DASHBOARD: Person-centred service planning: (% of complex clients with a current plan) Risk management: (% of complex clients with implementation plan on schedule) Increased independence: (reduced number complex clients register) Engagement: Percentage of complex clients with a co-created circle of support person centred plan Social integration for people : (Social impact of 6 initiatives on local area) [pilot to main social indicators] Person-centred learning: % of front line staff completed accredited person centred training commensurate with their responsibilities Turnover: Turnover in permanent staff positions is 12% or less Sick Leave: >x days sick leave per month Regional variance against allocated budget: (+/-0.5% variance against budget for whole district) Response to Ministerials: (95% responded to within provided timeframe) Timely reporting: 100% of financial reports delivered on time WORKFORCE INDICATORS: CIRCLE OF SUPPORT MEASURES: # and % trained in asset based community development # and % trained in person centred approaches 100% of funded NGOs accredited within 3 years > x staff incidents per y staff each month NGO based complaints from client [to be developed] > x client incidents per y clients each month 100% NGO acquittals performance processed by year end (June) 5% reduction in the number of workplace injuries from last year Increased sector innovation and diversity of service provision [to be developed] 5 % reduction in average cost of workers compensation claims from last year Community satisfaction with support: (social media survey) 100% of reported WHS incidents appropriately acted within 3 working days Outputs reported in the Minimum Data Set increase by at least 5% compared with previous 100% of workers compensation claims communicated to the claims manager within 3 year (as a result of an increase in accurate submissions). working days of FACS being notified of the claim Contracts for new funding arrangements finalised in accordance with corporately agreed x% of staff to have had y hours of staff supervision
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